Founding member of BXB Digital, a venture established in 2016 by Brambles ($6B/Yr.) supply-chain logistics leader in 60+ countries operating primarily through its CHEP brand. Lead vision and adoption of industrial IoT technologies at scale to realize value from optimized internal operations and improved CX.

▣ Owned recruitment, development and retention of product and customer success teams. Grew the team from the ground-up to 20+ globally. Delivered $18M+ in expansion revenues—with internal Brambles BUs and customer subscriptions.

▣ Transitioned customer experience from “internal operational KPIs focused” to “customer outcomes and value focused” – starting with low hanging fruit and exploring the viability of new concepts and touchpoints in the customer journey. Established compay-wide culture of continuous improvement.

▣ Pioneered customer success KPIs around adoption, realized value, and sentiment. Strengthened the customer centricity mindset by utilizing common dashboards quantifying and prioritizing customer risks to gain buy-in across Sales, Support, Product and Engineering for appropriate risk resolution – increasing Time to First Value (TTFV) by ~20% and value expansion rates of ~95%

SAP ($30B/Yr.) is the market leader in enterprise application software. Led the Digital Customer Innovation group focused on growing adoption and thought leadership in SAP’s Internet of Things (IoT), machine learning and advanced analytics technologies.

▣ Led the global IoT CSM team that delivered inceased customer retention and exponential growth in renewal and expansion revenues of SAP IoT offerings, from $5M to $30M by Y-3.

▣ Built intimate relationships with customer C-level executives. Acted as trusted advisor to understand and uncover business challenges that could be addressed with IoT and ML technologies. Assisted in the preparation of Board-level “case for change” presentations for multi-million dollar software led business process transformations.

▣ Embedded CSMs as key contributors in customer business process and functional change programs working alongside customer implementation partners.

▣ Established CSMs as trusted point of contacts for customer – understanding their pain points -separated from sales. CSMs who collaborated across Services, Cloud Support, Product and Engineering in de-escalation.

▣ Drove customer advocacy and reference-ability: Under Armour Connected Fitness, Caterpillar Digitized Services, and Trenitalia’s Predictive Maintenance

Digital Supply Chain is a $500M+/Yr SAP Line-of-business optimizing supply chain planning and execution.

▣ Restructured the customer adoption organizations to transform the product pre-selling, on-boarding, and retention approach from banal to bold in delighting customers:

     ✔ Started with customers and partners disappointed with SAP’s sales and operations planning offering. Unclear messaging, uninformed channel partners, and uncertain roadmap availability caused install-base frustration and limited customer uptake

     ✔ Established “Success North Star Plan” and systematically executed across stakeholders; established Customer Lighthouse Councils, developed industry-specific Engagement Playbooks, Renewed Implementation Partner training

▣ Culminated with delighted customers: 10 points of NPS bump with $7M+ in retention revenues in Y-1 alone. A well-rounded, industry-specific customer adoption program with deeply trained implementation partners onboarded 20+ customers, growing revenues to $40M+ (from $15M) by Y-3.

Profit Velocity develops Theory-of-Constraints-based managerial accounting tools for profitability improvements focused on asset-intensive industries such as Semiconductors, Metals and Chemicals that require large upfront asset investments before any production or sales can occur.

▣ Transformed a top-heavy organization suffering from low customer-service scores to a relationship-driven customer care model with clear accountabilities and success metrics

▣ Restructured the customer success function by hiring new leadership team, training team members and by focusing on improving customer success metrics. Established 25+ person offshore support team

▣ Regained customer confidence, raised services scoresby 30% and avoided churn-risk of $2M.

▣ Converted an all-things-for-all-customers mentality to one laser-focused on agreed verticals, establishing a profitable B2B focus that grew revenue from <$100K/Yr. to >$6M by Y-4.